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![Classification of Business Models (Rajala et al. 2003, adapted from [Rajala et al. , 2001])](profile/Arto-Rajala/publication/237325755/figure/fig1/AS:299367945785345@1448386288478/Classification-of-Business-Models-Rajala-et-al-2003-adapted-from-Rajala-et-al.png)
Classification of Business Models (Rajala et al. 2003, adapted from [Rajala et al. , 2001])
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... when many of the companies with “new” and “innovative” business models continue to struggle to next phases in their life-cycles, and many of them have failed to grow into profitable businesses, it is worth taking a closer look at the viable business models for studying KISA in the software industry. The development towards more integrated business collaboration build up a multi-faceted market for software product and service offerings and emphasize the need and exploitation of external KISA as companies focus on their core competences. In addition to developing product strategies to respond to these needs, software companies (or software vendors) are facing the need to consider new ways to perform their service operations, and manage distribution channel alternatives and revenue logics in their attempt to capturing opportunities that their product propositions potentially provide. Hence, we explore the prevalence of different KISA in association to different business model types. For the purposes of our analysis, we select two dimensions to classify software business models: (1) the level of collaboration in customer relationships; (2) the level of standardization of product/service offerings. This classification produces four generic types of software business models. These types are: software project business, software/system services business, system solution business and standard product/service business. Our classification of generic software business models is presented in the Figure 8 Error! Reference source not found. . This classification is used to describe and analyze the innovation activity and knowledge-intensive services in connection with generic business model ...
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... Moreover, KIBS firms can also be innovators in their own right by transferring knowledge that leads to technologically new or significantly improved products and services or organizational improvements (Drejer 2004;Camacho and Rodriguez 2008;Evangelista 2006). On the other hand, Forssén et al. (2005) have claimed that KIBS' specific roles will differ according to their clients' position in value networks. For clients in delivery networks, KIBS are frequently used for marketing, searching for partners, and developing new business. ...
Small and medium-sized enterprises (SMEs) use R&D support services to increase their R&D efficiency because they can facilitate
innovation by supplying the planning and management functions that SMEs may lack. This study investigates the issues that
can arise during service transaction processes and ways of improving SMEs’ use of R&D support services. We discuss the different
perspectives of clients and service providers in Korea, where R&D support services have just emerged, and consider how a government-funded
research institute could act as an intermediary to bridge the gap between those perspectives. The findings, largely produced
through interviews and surveys, are expected to advance our understanding of the R&D support service industries, and offer
strategic and policy implications that will improve SMEs’ use of such services and thus improve their innovation capabilities.
Knowledge intensive service (KIS) is a key resource for new product development (NPD) of a firm. As a KIS provider, public research organization plays a critical role in supporting the success of firms’ NPD process, thereby promoting national/regional/local economic growth. In this study we examine the contribution of KISs at stages in an NPD process to firms’ performance considering the correlations between input variables. For the explicit quantification of the contributions at the NPD stages, we propose a novel methodology using a variable importance assessment method. In doing so, the proposed method alleviates the correlation effects and facilitates direct interpretation of the importance of input variables. The proposed methodology is evaluated in the case of a public research organization in South Korea, using a survey dataset collected from Korean small and medium-sized firms. The empirical results show that, with the inter-stage correlations, KISs differently contribute to firms at the NPD stages depending on performance measures: KISs mostly at the both-end NPD stages assist firms’ managerial decision-making; and KISs at all the stages except for product implementation help firms save time and cost.
Modern business environment emphasizes the role of knowledge-intensive business services (KIBS). As well as the enterprises in any other kinds of industries, business process management (BPM) can be a source of core competency for the enterprises in KIBS industry. However, most of the business processes in KIBS are human processes which are collaborative, innovative, and dynamic, which cannot be supported well by current BPM technologies. Human interaction management (HIM) has emerged as an alternative theory to deal with human processes in KIBS. But, the current ways of process modeling and management in HIM have a problem of complexity, especially in terms of realizing its principle of ‘supportive activity management’. This research adopts fact-oriented ontological approach to address this problem. Based on fact-oriented approach, human-friendly condition modeling and state management during supportive activity management can be achieved.
The role of Knowledge-intensive Business Services (KIBS) has been enlarged in modern business environment. As well as the enterprises in any other kinds of industries, Business Process Management (BPM) can be a source of core competency for the enterprises in KIBS industry. However, most of the business processes in KIBS are human processes which are collaborative, innovative, and dynamic, which cannot be supported well by current BPM technologies. Human Interaction Management (HIM) has emerged as an alternative theory to deal with human processes in KIBS. Especially, the principle of ‘supportive activity management’ in HIM allows flexible process execution considering human characteristics. But, the condition-based process logic modeling to realize ‘supportive activity management’ may be too complicated work. This research suggests utilizing process patterns to address this problem, and defines condition-based process patterns divided into workflow patterns and interaction patterns. Using and combining process patterns facilitate modeling larger processes.
